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Ibm global ceo study


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In the next 3-5 years, social media will go from the least used customer engagement tactic to the second, surpassed only by face-to-face interaction.

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Ibm global ceo study

  1. 1. We spoke with more than 1,700 CEOs and seniorpublic sector leaders from around the globe.How are they responding to the connected economy?
  2. 2. 64Countries:1,709CEOs:18Industries:
  3. 3. 2“This is now a continuous feedback kind of world, and we need the organizational nimbleness to respond. ” CEO, Financial Markets, United StatesLeaders are recognizing For some time, businesses have been refining and optimizing their networks of suppliers andour new connected partners. They’re streamlining supply chains and creating massive back-office efficiencies.era is changing how But something just as meaningful has been happening in the marketplace — the suddenpeople engage. convergence of the digital, social and mobile spheres — connecting customers, employees and partners in new ways to organizations and to each other. These changes put pressure on the front office to digitize and adapt but also create opportunities for the organization to innovate and lead.
  4. 4. 3 Three essential imperatives How to respond Our study reveals insights from more than 1,700 CEO conver- sations and our own management consulting experience.Empowering employeesthrough values Engaging customers as individualsAmplifying innovationwith partnerships
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  6. 6. 5 Empowering employees through values“We need to mobilize our collective brain power for innovation.” President and CEO, Consumer Products, Canada CEOs see greater organizational openness ahead. But as rules are refined and collaboration explodes, how will they avoid chaos, protect the business and deliver results?
  7. 7. 6“How do you unleash the innovative power of the people who deal with your customers every day?” CEO, Insurance, United KingdomCEOs have a new They are creating more open and collaborative cultures — encouraging employees to connect,strategy in the unending learn from each other and thrive in a world of rapid change. The emphasis on openness is evenwar for talent. higher among outperforming organizations—and they have the change-management capabilities to make it happen.* As CEOs open up their organizations, they are not inviting chaos. The need for control remains, but it is evolving into a new form—one better suited to the complexity and pace of business today. *Outperformers are organizations that surpass industry peers in terms of revenue growth and profitability, according to their CEOs.
  8. 8. 7 Organizational attributes Engaging employees To draw out the best in their workforces, CEOs are most focused on three organizational attributes.Ethics and values 65%Collaborative environment 63%Purpose and mission 58%
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  10. 10. 9 Engaging customers as individuals“The time available to capture, interpret and act on information is getting shorter and shorter.” CEO, Chemicals and Petroleum, United States CEOs are searching for customer insight. But even if they discover it, are their organizations equipped to respond with relevance and speed?
  11. 11. 10“Of course we need better information and insight, but what we need most is the capability to act on it. ” Unit Head, Government, Hong Kong SARTo engage customers As a group, CEOs are investing more in customer insights than any other functional area—far aboveas individuals, CEOs are operations, competitive intelligence, financial analysis and even risk management. They arebuilding analytical muscle seeking a better understanding of individual customer needs and improved respond with relevance Although face-to-face will remain the mostand immediacy. prevalent form of customer interaction, CEOs expect a step-change in the use of social media. Given the need for deep customer insight, outperformers have a distinct advantage. They are far more adept at converting data into insights, and insights into action.
  12. 12. 11 Change is required to meet customer expectations Understand and act CEOs are implementing extensive changes to enable faster, more relevant responses to markets and individuals.Improve understanding of individual customer needs 72%Improve response time to market needs 72%
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  14. 14. 13 Amplifying innovation with partnerships“We tend to see everyone as a competitor, but we need to see them as partners…this is a cultural shift; it’s hard to change. ” CEO, Banking, Vietnam With nearly 70 percent of CEOs aiming to partner extensively, what will make this a differentiating strategy?
  15. 15. 14“In our industry, the biggest risk we face is not regulatory mandates, as many think. It’s industry disruption…” CEO, Retail, United StatesExtensive partnering The pressure to innovate is not subsiding, and organizations are teaming to meet the providing the edge Compared to their less successful peers, outperformers are partnering for innovationCEOs need to take more aggressively. But they are also tackling more challenging and disruptive types ofon radical innovation. innovation. Instead of settling for simply creating new products or implementing more efficient operations, they’re more likely to be moving into other industries or even inventing entirely new ones.
  16. 16. 15 External partnering for innovation Outperformers are bolder innovators And they are more likely than underperformers to innovate with partners.All CEOs 53%Outperformers 59% 46%Underperformers 28% more
  17. 17. To continue the conversation…For more information about this study Access interactive content and listen toand to get the full version of this CEOs in their own words by downloadingreport, see the IBM IBV app for Android or iPad
  18. 18. © Copyright IBM Corporation 2012IBM Global Business ServicesRoute 100Somers, NY 10589U.S.A.Produced in the United States of AmericaMay 2012All Rights ReservedIBM, the IBM logo and are trademarks or registered trademarks ofInternational Business Machines Corporation in the United States, other countries, orboth. If these and other IBM trademarked terms are marked on their first occurrence inthis information with a trademark symbol (® or ™), these symbols indicate U.S.registered or common law trademarks owned by IBM at the time this information waspublished. Such trademarks may also be registered or common law trademarks in othercountries. A current list of IBM trademarks is available on the Web at “Copyright andtrademark information” at company, product and service names may be trademarks or service marksof others.References in this publication to IBM products and services do not imply that IBMintends to make them available in all countries in which IBM operates.GBE03486-USEN-00This document was printed on Mohawk Options PC White Cover and Text 100%recycled paper. The energy used to manufacture this paper was generated throughwind power. It was printed by a printer that maintains chain of custody forestrycertifications using vegetable-based inks.